组织创新氛围、网络嵌入对员工创新行为的影响

员工创新行为是企业获得持续竞争优势的关键，并受到员工所拥有资源的影响。新时代背景下，员工借助组织嵌入网络获取的异质性资源成为促进创新行为的关键要素。基于资源保存理论，构建组织创新氛围、网络嵌入和员工创新行为关系模型并进行实证调查研究，结果发现：组织创新氛围各维度中，资源供应、团队协作显著促进员工创新行为，而领导效能影响不显著；组织创新氛围与员工关系嵌入显著正相关，资源供应、团队协作与结构嵌入显著正相关，但领导效能对结构嵌入影响不显著；网络嵌入在资源供应、团队协作与员工创新行为关系中发挥中介作用，但在领导效能与员工创新行为关系中不起中介作用。最后，提出建立高绩效工作系统、优化和完善激励机制、强化内部创新文化氛围建设、提升企业和员工网络嵌入水平等管理建议。

The Effect of Organizational Innovation Cliamte and Network Embeddedness on Innovative Behavior

Innovation occupies the main position in the VUCA era, and is of vital importance in the long-term survival and development of organizations. Under the background, how to motivate employee innovative behavior is significantly important for organizations to cope with the uncertainty and complexity of the environment. Therefore, employee innovative behavior becomes one of the main concerns of entrepreneurs and scholars. Innovation climate is proved to be positively connected to innovative behavior. Most of the literature explores the connection between innovation climate and employee innovative behavior from a psychological perspective, proposing that innovative efficacy, psychological empowerment and work motivation could properly explain the mechanism. However, as the trend in the new era that the innovative activities become more complicated in the content and structure, it is hard for individuals to adopt innovative activity without help from the environment. The new trend calls for a new perspective to better analyze the mechanism between innovation climate and innovative behavior.#br#Organizational innovation climate enables employees to acquire innovation resources inside the organization. However, the resources within an organization are limited in variability and heterogeneity. Attentions to innovation climate and network are powered by the notion that individuals cannot overcome dilemmas in the process of innovation through their efforts due to the boundedness of information and knowledge；instead, their innovative behaviors depend upon the environment they work in and the network they embedded in. The network of the organization might provide plentiful resources that employees need. It helps employees cope with resources scarcity problems and further innovate by taking advantage of the organizational resources to acquire more valuable heterogenetic resources in the organizational network. Therefore, network embedding could be a proper perspective to analyze the mechanism between innovation climate and employee innovative behavior. #br#This study aims to explore how to motivate employees, especially managers and R&D employees, and improve their innovative behavior under the background of innovation network thriving. According to COR theory, individuals with more resources are less vulnerable to resource loss and more capable of resource gain. Therefore, if employees do not have sufficient resources, they tend to protect their current resources and prevent investing more resources in case of resources loss, which leads to a decline of innovative behavior. On the other hand, individuals who have more resources are more capable of making gains, which can be utilized to make a further gain. In the process of idea generation and implementation, employees encounter skepticism and resistance as the innovative behavior needs sustained effort, as well as high uncertainty and threat of resources loss. When employees perceive that the organization supports their work and provides them with more resources, they are more likely to embed actively to the organizational network and strengthen relations to other groups and individuals to proactively react to protect and gain resources.#br#Based on the conservation of resource theory, this paper introduces network embeddedness (including relational embeddedness and structural embeddedness) as a mediator between the relationship of innovation climate (including three dimensions leadership effectiveness, team coordination and resources supply) and employee innovative behavior. Data were collected from 260 managers and R&D employees in Wuhan. According to the analysis it shows that team coordination and resources supply are significantly positive to employee behavior, but leadership effectiveness is not significantly related to employee behavior; three dimensions of innovation climate are significantly positive to relational embeddedness, but only team coordination and resources supply are significantly positive to structural embeddedness. Network embeddedness mediates the positive effect between team coordination, resources supply and innovative behavior. #br#This study contributes to current research in mainly two aspects. On the one hand, from the psychological perspective, we consider the role of network embeddedness as a linking mechanism between innovation climate and innovative behavior, which helps to explain employee behavior incentives under the networking background. It provides a network view to explore the relationship between innovation climate and employee innovative behavior, and some management suggestions. On the other hand, this study contributes to the organizational innovation climate literature by showing how elements of organizational innovation climate influence innovative behaviors respectively. When exploring the relationship between innovation climate and innovative behavior, previous studies regarded organizational innovation climate as an entirety, ignoring that dimensions of innovation climate may exert different impacts on the result. This study finds that the effects of innovation climate on innovative behavior vary in three dimensions.#br#